Case Studies

Kano's Special Agro-Industrial Processing Zone is being prepared for structured investment. Carter, with EY, is advising the National Coordination Office on the commercial and financial assessment, transaction structure, due diligence and investor-facing analysis needed to take the project to market.

The Ministry of Finance Incorporated (MOFI) needed a clearer view of the Federal Government's assets across participating entities. In six months, Carter built a digital registry covering ownership, classification, status and performance, including the underlying data standards, capture and validation workflows, portfolio reporting, documentation and knowledge transfer.

MOFI needed an investment-grade view of its energy and extractives portfolio and the risks associated with it. Over six months, Carter combined valuation with financial, legal, operational and market due diligence, documenting assumptions and limitations so the analysis could support investment, restructuring and strategic decisions.

Expanding sanitation required more than public infrastructure. Over nine months, Carter developed a national strategy for scaling the sanitation market in selected states, mapping institutions, providers, financiers and communities; assessing barriers to availability, affordability and adoption; and developing a behaviour-change framework, private-sector participation options and a phased roadmap.

The Federal Government needed a clearer view of how its public-private partnership (PPP) and concession agreements were performing. Over six months, Carter compiled the portfolio, reviewed contractual obligations and milestones, assessed performance and compliance, considered fiscal, commercial, legal and governance risks, and identified gaps and unresolved obligations requiring action.

The Infrastructure Concession Regulatory Commission (ICRC) needed an investor-oriented view of the country's PPP pipeline. Carter developed an investment catalogue and sector roadmaps by reviewing projects, organising them by sector, maturity and investment potential, preparing concise project information, validating it with public-sector stakeholders and sequencing preparation priorities.

The National Budget Portal depends on reliable data from multiple revenue and expenditure sources. Carter designed and installed the data-centre and warehousing infrastructure, structured the source data, secured access, integrated data from the States Fiscal Transparency, Accountability and Sustainability (SFTAS) programme and other Federal Government sources into the Portal, and trained designated staff to operate the environment.

Gombe State needed practical skills development for staff supporting day-to-day administration. Carter assessed capability needs, developed materials around the officers' actual duties, delivered training through demonstrations and exercises, assessed learning and recommended measures to sustain the gains.

NEWMAP needed a consistent way to quantify the greenhouse gas emissions associated with its activities. Over eight months, Carter and PwC Nigeria developed inventories across watershed, state and federal levels, identified emission sources, compiled activity data, quantified emissions and documented assumptions and limitations.

Project Lighthouse Phase II required tax information from different systems to be brought into a common environment. Carter developed the digital infrastructure to harmonise and normalise data from the Voluntary Assets and Income Declaration Scheme (VAIDS) and other tax sources, with analytics for revenue intelligence, secure data connections (APIs) between authorised institutions, and the documentation, testing support and handover needed for operation.

The Budget Office needed a system for collecting, reviewing and monitoring budgets submitted by government-owned enterprises. In 12 weeks, Carter configured and deployed the budget monitoring system (BIMMS), including hosting, user roles and workflows, an approved data connection (API) for the accounting workstream, testing, deployment and user orientation.

The Budget Office needed an internal portal within a short delivery window. Carter implemented its intranet and content management system in fourteen days, covering licensing, configuration, information structure and navigation, access controls, priority-content migration and staff orientation.

Sokoto's access to performance-based funding depended on progress across several areas of public financial management. As part of the SUSMAN Consortium, Carter assessed institutional capacity against programme requirements and supported reforms covering budgeting, audited accounts, revenue, debt, payroll, procurement and arrears.

Before investing in technology, Nigerian universities and government ministries, departments and agencies (MDAs) needed a clearer view of their priority gaps. Over three months, Carter assessed infrastructure, systems, connectivity, skills and institutional capacity against required services, then ranked gaps and dependencies and proposed phased recommendations.

The Federal Government was introducing a new approach to budget preparation and needed capability across its institutions. Carter trained budget officers from more than 850 Federal Government ministries, departments and agencies across the six geopolitical zones to prepare the 2017 budget using the Zero Based Budgeting web application. The work included guided exercises and documentation of implementation issues for follow-up.

The Federal Government's move to zero-based budgeting required a digital system for preparing, reviewing and consolidating submissions. Carter configured and deployed a compliant web application covering workflows, controls, digital templates, user roles and review steps, followed by testing, deployment and user support.

The Ministry needed an independent assessment of its activities and how closely they aligned with its mandate. In four weeks, Carter reviewed plans and programme records, examined institutional arrangements and coordination, consulted departments and identified strategic, operational and performance gaps with prioritised recommendations.

The College of Education Zing needed the technology and infrastructure to support its e-library intervention. In 12 weeks, Carter supplied, installed and configured the required equipment, completed testing and intervention identification, and handed over the system with documentation and operating guidance.

NITDA needed to understand what its projects had achieved and what could be improved. Carter developed the assessment framework, reviewed project records and performance data, gathered evidence from stakeholders and beneficiaries, and assessed outputs, outcomes, relevance and sustainability. The findings captured achievements, gaps and lessons for future ICT interventions.